Definitions

Why is Employee Experience important?

A positive employee experience is strongly related to company outcomes, predictive of lower turnover and foundational to a strong company culture. Research has shown that companies in the top 25% on employee experience report 3x the return on assets and there was lower turnover within teams that were scoring in the top 25% on employee experience within the company. A positive employee experience can be broken down into 6 core pillars:

1. Wellbeing: You feel uniquely valued, your personal time is respected and are treated with dignity.
2. Empowerment: You are empowered to make decisions about how to best direct your talent and effort with the support of your manager.
3. Connection: You belong as a trusted, integral member of a diverse community. You have high-quality relationships with your colleagues.
4. Growth: You get what you need to maximize your strengths, learn new skills and broaden your exposure.
5. Focus: You know what success looks like, what to prioritize and the time to work towards those goals.
6. And finally purpose: Your work serves a bigger role and you are able to have meaningful impact. You can control your diaries and foster close relationships.

Use Workplace Analytics metrics to quantify behaviours for each of the 6 employee experience pillars. Find areas of opportunities and growth across the organisation to implement targeted interventions.

Read More

Read more about how employee experience impacts businesses.

How Employee Engagement Drives Growth (gallup.com)

The financial impact of a positive employee experience

Why the millions we spend on employee engagement buy us so little

Definitions

Wellbeing

• Actively Manage Workloads: % of employees with weekly collaboration under 20 hours and work week span under 45 hours
• Promote Switching Off: % of employees with 2+ quiet days a week (maximum 2 of emails and IMs sent)

Empowerment

• Support and Coach: % of employees with > 15 minute a week of 1:1 meetings with manager (on average)
• Empower Employees: % of employees with < 50% manager co-attendance

Connection

• Enable broad connections: % of employees with an internal network size of over 20
• Encourage small-group meetings: % of employees with at least >2 hour of meetings with 3-8 attendees per week
• Encourage small-group meetings without manager: % of employees with at least >2 hour of meetings with 3-8 attendees per week without manager co-attendance

Growth

• Promote skip-level exposure: % of employees with >30 mins of skip-level meeting hours with maximum 8 attendees
• Facilitate external connections: % of employees with at least 15 minutes of external collaboration per week

Focus

• Make time available to focus: % of employees with at least 4 focus 2-hour blocks per week
• Enable 'Deep Work' Days: % of employees with at least 1 day of <2 hour of meetings excluding weekends

Purpose

• Help employees own their time: % of employees with 25%+ of collaboration time in self-organized meetings
• Foster meaningful interactions: % of employees with at least 30 minutes of 1:1 meetings with peers a week ona verage (excluding line manager 1:1 time and 1:1 coaching time)

Definitions

Wellbeing

• Actively Manage Workloads: % of employees with weekly collaboration under 20 hours and work week span under 45 hours
• Promote Switching Off: % of employees with 2+ quiet days a week (maximum 2 of emails and IMs sent)

Empowerment

• Support and Coach: % of employees with > 15 minute a week of 1:1 meetings with manager (on average)
• Empower Employees: % of employees with < 50% manager co-attendance

Connection

• Enable broad connections: % of employees with an internal network size of over 20
• Encourage small-group meetings: % of employees with at least >2 hour of meetings with 3-8 attendees per week
• Encourage small-group meetings without manager: % of employees with at least >2 hour of meetings with 3-8 attendees per week without manager co-attendance

Growth

• Promote skip-level exposure: % of employees with >30 mins of skip-level meeting hours with maximum 8 attendees
• Facilitate external connections: % of employees with at least 15 minutes of external collaboration per week

Focus

• Make time available to focus: % of employees with at least 4 focus 2-hour blocks per week
• Enable 'Deep Work' Days: % of employees with at least 1 day of <2 hour of meetings excluding weekends

Purpose

• Help employees own their time: % of employees with 25%+ of collaboration time in self-organized meetings
• Foster meaningful interactions: % of employees with at least 30 minutes of 1:1 meetings with peers a week ona verage (excluding line manager 1:1 time and 1:1 coaching time)

Definitions

Wellbeing

• Actively Manage Workloads: % of employees with weekly collaboration under 20 hours and work week span under 45 hours
• Promote Switching Off: % of employees with 2+ quiet days a week (maximum 2 of emails and IMs sent)

Empowerment

• Support and Coach: % of employees with > 15 minute a week of 1:1 meetings with manager (on average)
• Empower Employees: % of employees with < 50% manager co-attendance

Connection

• Enable broad connections: % of employees with an internal network size of over 20
• Encourage small-group meetings: % of employees with at least >2 hour of meetings with 3-8 attendees per week
• Encourage small-group meetings without manager: % of employees with at least >2 hour of meetings with 3-8 attendees per week without manager co-attendance

Growth

• Promote skip-level exposure: % of employees with >30 mins of skip-level meeting hours with maximum 8 attendees
• Facilitate external connections: % of employees with at least 15 minutes of external collaboration per week

Focus

• Make time available to focus: % of employees with at least 4 focus 2-hour blocks per week
• Enable 'Deep Work' Days: % of employees with at least 1 day of <2 hour of meetings excluding weekends

Purpose

• Help employees own their time: % of employees with 25%+ of collaboration time in self-organized meetings
• Foster meaningful interactions: % of employees with at least 30 minutes of 1:1 meetings with peers a week ona verage (excluding line manager 1:1 time and 1:1 coaching time)

Definitions

Wellbeing

• Actively Manage Workloads: % of employees with weekly collaboration under 20 hours and work week span under 45 hours
• Promote Switching Off: % of employees with 2+ quiet days a week (maximum 2 of emails and IMs sent)

Empowerment

• Support and Coach: % of employees with > 15 minute a week of 1:1 meetings with manager (on average)
• Empower Employees: % of employees with < 50% manager co-attendance

Connection

• Enable broad connections: % of employees with an internal network size of over 20
• Encourage small-group meetings: % of employees with at least >2 hour of meetings with 3-8 attendees per week
• Encourage small-group meetings without manager: % of employees with at least >2 hour of meetings with 3-8 attendees per week without manager co-attendance

Growth

• Promote skip-level exposure: % of employees with >30 mins of skip-level meeting hours with maximum 8 attendees
• Facilitate external connections: % of employees with at least 15 minutes of external collaboration per week

Focus

• Make time available to focus: % of employees with at least 4 focus 2-hour blocks per week
• Enable 'Deep Work' Days: % of employees with at least 1 day of <2 hour of meetings excluding weekends

Purpose

• Help employees own their time: % of employees with 25%+ of collaboration time in self-organized meetings
• Foster meaningful interactions: % of employees with at least 30 minutes of 1:1 meetings with peers a week ona verage (excluding line manager 1:1 time and 1:1 coaching time)